Instructions

This form is concerned with a comparison of personal supervisory styles. Indicate your preference to the two alternatives after each item by writing appropriate figures in the blanks. Some of the alternatives may seem equally attractive or unattractive to you. Nevertheless, please attempt to choose the alternative that is relatively more characteristic of you. For each question given, you have three (3) points that you may distribute in any of the following combinations:

A. If you agree with alternative (a) and disagree with (b), write 3 in the top blank and 0 in bottom blank.

B. If you agree with (b) and disagree with (a), write:

C. If you have a slight preference for (a) over (b), write:

D. If you have a slight preference for (b) over (a), write:

Important—Use only the combinations shown above. Try to relate each item to your own personal experience. Please make a choice from every pair of alternatives.

1. On the job, a project manager should make a decision and . . .

a. tell his team to carry it out.

b ._"tell" his team about the decision and then try to "sell" it.

2. After a project manager has arrived at a decision . . .

a ._he should try to reduce the team's resistance to his decision by indicating what they have to gain.

b ._he should provide an opportunity for his team to get a fuller explanation of his ideas.

3. When a project manager presents a problem to his subordinates . . .

a. he should get suggestions from them and then make a decision.

b ._he should define it and request that the group make a decision.

a. is paid to make all the decisions affecting the work of his team.

b ._should commit himself in advance to assist in implementing whatever decision his team selects when they are asked to solve a problem.

a. permit his team an opportunity to exert some influence on decisions but reserve final decisions for himself.

b._participate with his team in group decision making but attempt to do so with a minimum of authority.

6. In making a decision concerning the work situation, a project manager should . . .

a ._present his decision and ideas and engage in a "give-and-take" session with his team to allow them to fully explore the implications of the decision.

b ._present the problem to his team, get suggestions, and then make a decision.

7. A good work situation is one in which the project manager . . .

a ._"tells" his team about a decision and then tries to "sell" it to them.

b ._calls his team together, presents a problem, defines the problem, and requests they solve the problem with the understanding that he will support their decision(s).

a ._efforts by the project manager to reduce the team's resistance to his decisions by indicating what they have to gain from them.

b ._"give-and take" sessions to enable the project manager and team to explore more fully the implications of the project manager's decisions.

9. A good way to deal with people in a work situation is . . .

a ._to present problems to your team as they arise, get suggestions, and then make a decision.

b ._to permit the team to make decisions, with the understanding that the project manager will assist in implementing whatever decision they make.

a ._the responsibility for locating problems and arriving at solutions, then tries to persuade his team to accept them.

b ._the opportunity to collect ideas from his team about problems, then he makes his decision.

a ._should make the decisions in his organization and tell his team to carry them out.

b ._should work closely with his team in solving problems, and attempt to do so with a minimum of authority.

12. To do a good job, a project manager should . . .

a ._present solutions for his team's reaction.

b ._present the problem and collect from the team suggested solutions, then make a decision based on the best solution offered.

a ._to "tell" and then try to "sell" his decision.

b. to define the problem for his team, then pass them the right to make decisions.

a. need not give consideration to what his team will think or feel about his decisions.

b ._should present his decisions and engage in a "give-and-take" session to enable everyone concerned to explore, more fully, the implications of the decisions.

a. should make all decisions himself.

b ._should present the problem to his team, get suggestions, and then make a decision.

a ._to permit the team an opportunity to exert some influence on decisions, but the project manager should reserve final decisions for himself.

b ._for the project manager to participate with his team in group decision making with as little authority as possible.

17. The project manager who gets the most from his team is the one who . . .

a ._exercises direct authority.

b ._seeks possible solutions from them and then makes a decision.

18. An effective project manager should . . .

a. make the decisions on his project and tell his team to carry them out.

b. make the decisions and then try to persuade his team to accept them.

19. A good way for a project manager to handle work problems is to . . .

a ._implement decisions without giving any consideration to what his team will think or feel.

b ._permit the team an opportunity to exert some influence on decisions but reserve the final decision for himself.

a ._should seek to reduce the team's resistance to their decisions by indicating what they have to gain from them.

b ._should seek possible solutions from their team when problems arise and then make a decision from the list of alternatives.

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.